Quotes from Paul Graham

Suppose you are a little, nimble guy being chased by a big, fat, bully. You open a door and find yourself in a staircase. Do you go up or down? I say up. The bully can probably run downstairs as fast as you can. Going upstairs his bulk will be more of a disadvantage. Running upstairs is hard for you but even harder for him.

You need rich people in your society not so much because in spending their money they create jobs, but because of what they have to do to get rich. I'm not talking about the trickle-down effect here. I'm not saying that if you let Henry Ford get rich, he'll hire you as a waiter at his next party. I'm saying that he'll make you a tractor to replace your horse.

If Apple were to grow the iPod into a cell phone with a web browser, Microsoft would be in big trouble.

As for building something users love, here are some general tips. Start by making something clean and simple that you would want to use yourself. Get a version 1.0 out fast, then continue to improve the software, listening closely to users as you do. The customer is always right, but different customers are right about different things; the least sophisticated users show you what you need to simplify and clarify, and the most sophisticated tell you what features you need to add.

You might find contradictory taboos. In one culture it might seem shocking to think x, while in another it was shocking not to. But I think usually the shock is on one side. In one culture x is ok, and in another it's considered shocking. My hypothesis is that the side that's shocked is most likely to be the mistaken one.

Number 1, languages vary in power. Number 2, most managers deliberately ignore this. Between them, these two facts are literally a recipe for making money. ITA is an example of this recipe in action. If you want to win in a software business, just take on the hardest problem you can find, use the most powerful language you can get, and wait for your competitors' pointy-haired bosses to revert to the mean.

But it was not till the Industrial Revolution that wealth creation definitively replaced corruption as the best way to get rich. In England, at least, corruption only became unfashionable (and in fact only started to be called "corruption") when there started to be other, faster ways to get rich.

If you're in a job that feels safe, you are not going to get exceptional, because if there is no danger there is almost certainly no leverage.

I suspect few housing projects in the US were designed by architects who expected to live in them. You see the same thing in programming languages. C, Lisp, and Smalltalk were created for their own designers to use. Cobol, Ada, and Javawere created for other people to use. If you think you're designing something for idiots, odds are you're not designing something good, even for idiots.

Companies often wonder what to outsource and what not to. One possible answer: outsource any job that's not directly exposed to competitive pressure, because outsourcing it will thereby expose it to competitive pressure. (I mean "outsource" in the sense of hiring another company to do it, not the more specific sense of hiring an overseas company.)

The way ro really do big things seems to be to start with deceptively small things.

Lack of empathy is associated with intelligence, to the point that there is even something of a fashion for it in some places.